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Reinventing the workforce

Work is changing. The new workforce is multi-generational, multi-cultural, geographically-exposed, location-agnostic and device-independent. Employees are the new consumers, requiring more than good benefits and an annual performance review. They need the right tools to succeed, the necessary development to grow over time and a teamwork driven environment.

In this HCTV Big Story, we chat to Frank A. Ricciardi, vice president and general manager of Asia-Pacific at Cornerstone OnDemand, to find out how some of the most successful organisations are embracing the workforce revolution.

Video transcript below:

Reporter: Work is changing. The new work force is multi generational, multi cultural and device independent. Employees require the right tools to succeed and the necessary development to grow over time. It’s time to re-imagine work. But what does that really mean? Frank Ricciardi, Vice President and General Manager of Asia Pacific at Cornerstone on Demand feels that by examining easy to use online platforms and gelling that with the modern work force’s wants and needs we can re-imagine how work is done.

Frank Ricciardi, CornerStone on Demand

Frank Ricciardi: It’s the first time really that we’ve had the most generations in a work force at the same time. People are retiring later and at a very fast rate, millenials or the younger generation is entering the work force. And I think specifically, the younger generation is and all of us to be honest with you are using technologies in our everyday life that are easy to use, high performing and deliver value in a few clicks. These trends in technology are things that are really driving an organisation’s need to implement enterprise systems that behave the way these systems work in our everyday life.

So really the employees is a consumer and we are used to certain things. So if I as a manager wanted to give my employee immediate feedback, imagine me being able to post something on their private wall if you will, that says, “hey, I think you could have done a better job here and here are some examples of how you might do it better or you did a fantastic job.” The annual performance review is still important because it does drive compensation, you have to do it. But how wonderful that all the feedback that’s been gathered over the course of half a year or a year is available to the manager for them to kind of suck in, if you will right to the performance review.

Reporter: Ricciardi adds that the most important motivator for many of today’s workers is the opportunity to develop through new roles, challenges and experiences.

Frank Ricciardi: How does a company really figure out, who those people are, what experience they desire, what’s relevant to the them, based on the opportunities within the company and by the way how do you do that and look at these, your talent pool if you will, not in silos by who is in your group or your business unit or your product line, but maybe who is in a subsidiary. And so that’s power of mobility within an organisation.

Reporter: While many organisations have already implemented automated systems for L&D, recruitment, feedback and other elements of talent management, programs such as that offered by Cornerstone on Demand provide a singular platform to connect initiatives with employees.

Frank Ricciardi: What we are suggesting is, yeah maybe you spend a little bit more money, but what you are, the benefit that you are getting by bringing these things together in a unified way, both unified for a manager and for a business, to look at all this data and make decisions, but unified for the employee so that the employee feels by the way they interact with the organisation and or the technology, they see that it’s all connected. It’s a technology implementation, are things going to go wrong? Of course, it’s technology. Are you going to have to make adjustments during the process? Of course, it’s technology. But the opportunity far exceeds and the results can far exceed and the efforts that goes into it.

So I say start with the business problem is, create a logical and strategic business release plan for increasing the capability over time. By the way some companies say, we are going to do it all at once and go have at it, that’s great. But some companies don’t have the appetite for that. There is resources that are required, there is change management that’s required. So start and solve a problem and then expand it and let that capability evolve over time, but the number one consideration is, let that capability evolve on a single platform, create a true talent platform and capability within your organisation. And by the way, if you do it that way, that platform will become the place where people come to do their job, not where they just come to do a process or take a training course.

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